With the rapid development and application of digital technology, organizations are facing tremendous changes. Employees′ taking charge at the microlevel is of great significance to organizational change. How to stimulate employees′ taking charge has become a topic of common concern for managers and scholars. In addition, the new generation of employees is becoming the main force in the workplace, and they place more emphasis on long-term career development. Meanwhile, with the application of the management research theory summarized under the western culture in the practice of human resource management in China, the phenomenon of "acclimatization" frequently occurs, and human resource management practices face a series of new challenges. Therefore, it has become an urgent need for enterprises to integrate excellent Chinese traditional culture into management and build developmental human resource management practices with the coordinated development of organizations and employees as the core. Developmental human resource management practices focus on investing in employee development, cultivating various abilities required for long-term career development, giving employees full autonomy, and providing employees with various job development opportunities so as to enhance their ability, motivation and opportunities. It can help employees take greater responsibility for the organization and change their behavior. Therefore, following the theory of resource conservation and the framework of "AMO", this study explores the impact mechanism of developmental human resource management practices on employees′ taking charge, and analyzes the mediating role of job crafting and the moderating role of Zhong-yong thinking.#br#This study accurately pushes questionnaires to employees and managers through a professional data collection platform. In order to minimize the impact of common method bias on the results, this study conducts a questionnaire survey in three periods, one month apart each time. Finally, 349 valid questionnaires are obtained by matching the three periods of questionnaires. Hypotheses are tested through multiple hierarchical regressions based on 349 valid samples.#br#The results show that (1) developmental human resource management practices have a positive impact on employees′ taking charge. Developmental human resource management practices can improve the ability, motivation and opportunity utilization of employees, thereby promoting their taking charge. (2) Job crafting plays a mediating role between developmental human resource management practices and employees′ taking charge. Developmental human resource management practices perceived by employees can provide them with the resources needed for long-term career development. Employees acquire and accumulate resources through job crafting, and are more likely to engage in behaviors aimed at obtaining additional resources, such as taking charge. (3) Zhong-yong thinking positively moderates the relationship between developmental human resource management practices and taking charge, and the moderating effect can be mediated by job crafting. Employees with deep-rooted Zhong-yong thinking are good at looking at problems from an overall perspective and handling problems in an integrated and harmonious way, which can generate new ideas to bridge differences and achieve harmony, thus further promoting the proactive behavior of employees.#br#This study enriches the relevant theoretical research on taking charge, and has important practical significance for organizations to stimulate employees′ proactive behavior through the implementation of human resource management practices. First, from the perspective of HRM practice perceived by employees, this study discusses the impact on their taking charge, which not only expands the research on the consequences of developmental HRM practices, but also enriches the research on the antecedents of employees′ taking charge. Second, different from previous studies, it reveals the mediating mechanism of job crafting from the perspective of resource conservation theory. In combination with the Chinese local cultural context, this study takes employees′ Zhong-yong thinking as a moderating variable, enriching the research boundary of taking charge. Finally, it is suggested that enterprises should recruit employees with high Zhong-yong thinking and implement developmental HRM practices at the same time, stimulate employees to carry out work design in a bottom-up way, and encourage employees′ taking charge. By attaching importance to the implementation of developmental HRM practices in the system, the organization and employees will be promoted to co-exist and prosper together.#br#
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